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Transcript of BIZZY BEE WORKSTATIONS
BIZZY BEE WORKSTATIONS, LLC.
WAREHOUSE CONSTRUCTION PROJECT
PROJECT MANAGEMENT PLAN
Brandon Atkins, Project Coordinator
EXECUTIVE SUMMARY
Bizzy Bee Workstations is building a new warehouse for Banker Roofing Company. The old
shed that was used by the company is not big enough to handle the growing business. The
company has decided to build a new warehouse for the small business to house the materials that
Banker Roofing needs. The warehouse itself will be a state-of-the art customizable warehouse to
fit the needs of the roofing company. The warehouse will improve the client’s ability to handle
the constant growth of the company and make necessary changes to the warehouse. The project
has been approved by the owner and is in the planning phase of the project.
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PROJECT SELECTION
2
PROJECT SCOPE
The scope of this project is to build a warehouse that is customizable for a growing roofing
company. The roofing company’s old shed is not big enough to handle the growing business and
therefore, they need additional space. The new warehouse will increase the size of the inventory
of the company in order to meet the demands of their customers/clients. The warehouse will have
a front office, a loading dock, isolation walls, and windows. The warehouse will be built in a
residential area, and have been properly zoned. The project consists of different contractors
working to meet the weekly milestones. The project will take one month and two days to
complete.
BUSINESS CASE
Deliverables
The following within the business case are listed as follows:
- The Warehouse should be completed within six months
- The Warehouse should be equipped to withstand hurricane force winds
- Custom security alarm and passcode access
- Must follow any city building codes
- Everyone must be updated on any changes to the project immediately (see
communications plan)
BUDGET
- The budget set for entire project will be $50,000 USD.
- $5,000 USD of the budget will be place in the contingency management plan.
3
ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
- Weather/Acts of God
o Weather can be a positive or negative EEF because it affects the process of the
project.
- Diversity
o Diversity will enhance the project because it will bring different inputs into the
project if we should run into any hang ups.
ORGANIZATIONAL PROCESS ASSETS (OPA)
- Plans/Structures from past construction will include the following:
o Using plans from the past reconstruction of additions to houses in the area can be
useful as a reference for future rebuilding plans.
o State building and construction guidelines
o Using other similar projects
PROJECT TEAM
The Bizzy Bee project will be overseen by the Project Manager, Executive leader of finance, and
Executive leader of legal affairs. These team leaders of each phrase of the project must report to
the Project Manager of the project that they are associated with then reciprocate instruction to
team members. PM will be in contact with client on a daily bases.
PROJECT SCHEDULE
The project will begin with the (1) construction of the framework of the game room, (2)
plumbing, (3) electrical & flooring, (4) painting, and ending with (5) installation and placement.
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5
COMMUNICATIONS PLAN
All team members will hold daily status report meetings. These meetings will be documented
and held at the beginning of each work day. Weekly meetings will be held with owners to
display progress in building and a cost analysis presentation (PMBOK, 2010). Any changes or
question concerning the projects will be handled through e-mail, video calls, or personal
meetings by team member and owners. Communication with contractor can be placed over
phone calls or in person visits to construction site.
6
PROJECT CHARTER
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PROJECT DESCRIPTION
This project will be to customize a warehouse for a growing roofing company. The warehouse
will have and office, loading dock, customized wall, and windows. The warehouse will be built
in a resident area, and have been properly zoned. The project consists of different contractors
working to meet the weekly milestones. The project will take one month and two days to
complete.
- Project Start date: April 20, 2015
- Project Finish date: May 22, 2015
BUSINESS CASE
The warehouse will be functional for the increase of roofing work. Its holding capacity is up to
50 people with its size up to 35,000 square feet. This warehouse will meet the demands of the
client’s growing business in terms of roofing, siding, customize roofing, gutters, and sunroofs.
The requirements for this project are:
- Building a new warehouse
- Building a dock
- Customize walls and cabinets
- Windows
- Building an office space
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ASSUMPTIONS
The Bizzy Bee Company will design and build the Banker Roofing company warehouse. The
project manager and team members will organize and execute the project from start to finish.
The Bizzy Bee Company will provide the manpower and resources to complete the project.
Bizzy Bee Company will give its full corporation and full customer service to get the project
completed.
CONSTRAINTS
The constraints for this project are:
- Bad weather(acts of God)
- Not enough Money
- Not meeting Milestones
- Not hiring enough manpower
- Not staying within Budget
RISKS
The following risks for this project would be:
- Injures of employees
- Financial windfalls
- Insufficient resources
- Loss of interest by the customer and/or stakeholders
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PROJECT DELIVERABLES
The deliverables for this project are as follows:
- Pluming – 04/20/2015 – 04/22/2015
- Concrete – 04/23/2015 – 04/24/2015
- Steel beams – 04/27/2015 - 05/1/2015
- External Walls – 05/04/2015 – 05/08/2015
- Windows – 05/11/2015 – 05/13/2015
- Electrical – 05/14/2015 - 05/19/2015
- Internal Walls – 05/19/2015 – 05/22/2015
Each deliverable will be delivered on time, every time unless subject to change. That is when the
scheduling will come into play for this project.
PROJECT MILESTONES
The following are project milestones that will highlight each completed task for this project
Milestone Date Milestone Name Milestone Description
Phase 1: Concept
- Team Formation- Warehouse Location- Inspection- Approval by Project Team
- Selecting team members and placing them in designated positions
- Find a location to place the company’s warehouse
- Follow all state and city guidelines and requirements
- Everyone is in agreement with the selection made
Phase 2: Planning - Warehouse Design- Find Employees- Inspection- Approval by Project Team
- Designing the layout of the custom shed
- Research candidates that possess the qualities and skills needed in our company
- Follow all state and city guidelines and requirements
- Everyone is in agreement with
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the selection made
Phase 3: Execution
- Warehouse Construction- Employee Selection- Inspection- Approval by Project Team
- Implicating warehouse design through construction
- Selecting and Training candidates that meet the requirements for the company
- Follow all state and city guidelines and requirements
- Everyone is in agreement with the selection made
Phase 4: Monitor/ Control Operations
- Receiving/Completing orders- Project Review- Approval by Project Team
- Ensuring every step of the production flow is steady, precise, and with high quality
- Everyone is in agreement with the selection made
- An assessment of the project by team members and the project manager
Phase 5: Closing
Project manager handover to team members
- Everyone is in agreement with the project’s outcome
- The project manager well turn over the company to its owners so it can maintain functionality
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PROJECT ROLES AND RESPONSIBILITIES
The project roles and responsibilities are listed as follows:
Name Role Responsibilities
Burt Allen Project Manager - Plan and Execute Project
Brandon Atkins Project Team Member/Risk Management Team Lead
- Lead the risk management team to ensure risk identification, analysis and mitigation.
Kathy Kennedy Project Team Member/Testing Lead
- Plan and complete testing in all stages of testing.
- Maintain traceability to requirements to ensure that all requirements are tested.
- Responsible for testing tools
Martina Benjamin Project Team Member/Project Director
- Responsible for securing spending authority and resources for the project
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STAKEHOLDER ANALYSIS
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ENTERPRISE ENVIRONMENTAL FACTORS
- Economy:
o The economy determines the success of our project by giving us a forecast of how
business will be in the future. If the economy is booming, our business will be in
surplus. If not, the business will have to execute a contingency plan.
- Politics:
o Politics affect the project by mandating different requirements for building.
Without these requirements we will not be able to complete the project. Politics
also affect the company by regulating policies so that it can be legalized to build
on the particular piece of property.
ORGANIZATIONAL PROCESS ASSETS
- State Building and Construction Guidelines
o Previous experiences from the project manager: The Project Manager has had
prior knowledge and experience about the type of project that we are conducting.
The Project Manager will help us in formulating the stakeholder by sharing this
knowledge with us to complete the analysis.
LIST OF STAKEHOLEDERS
- Internal Stakeholders
o Owner: The owner of the Banker Roofing Company has two goals. These goals
are to fulfill the company’s vision and make a profit. The Banker Roofing
Company’s vision is to give the best quality to customer standards. Owners
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influence the initiation and execution of the project. Impact of those influences
the flow of the project and gives the final approval on any parts of the project.
o Management: Management helps keep team members focused on company vision
and goals. If the team is not on task the project and company will not be
successful. Management influences the execution phase of the project.
Management is valued for the success of the company and maintaining
procedures and protocol.
o Team Member/ Workers: Teams Members provide labor and organization for the
company. These team members influence the execution of the project. Without
team members, none of the task will be completed and will be unable to continue
through the process. Team members could affect the quality and success of the
project.
- External Stakeholders
o Sponsors: Sponsors are responsible for funding the project, making a profit, and
supporting the company. Sponsors donate resources (money, other connections,
supplies, etc.) to the company in efforts to support the company. Sponsors
influence the initiation and execution phase of the project. Sponsors can affect the
overall quality of the project without their help.
o Clients: Clients provide business and receive services from the company. Clients
are the main critics for the company and also help with promotions. These Clients
influence the production of the product and profit. Clients can affect the long term
success by not returning or referring future cliental.
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o Competitors: Competition gives the company leverage to make a profit and offer
versatility to the customer. Competitors also give the company a standard to up
hold. The influence that competitors give the company is to create a free
enterprise economy. They can affect the company by lower their prices or buying
out our company creating a monopoly.
STAKEHOLDER TABLE AND CHARTS
The Stakeholder Analysis Table displays all the attributes of each stakeholder individually. From
the project documents web site, the table explains the goals, influence, impact, strengths,
weaknesses, and win/win strategies for each (Piscoco, 2015). The details of the table helps us
clearly forecast and anticipate our stakeholder motives.
Stakeholder Goals Influence Impact Strengths Weaknesse
s Win/Win Strategies
Owners
Fufill companies
vision, make a profit
Owners influence
the initation and
execution of the project
Owners affect the
flow of the project and
give the final
approval
In control of the project
and company ,
stand to make the greatest profit
Full libitity and
responbility for the
project, loss of
investment and money
Statisfty companies vision with the most
efficient plan to complete project
Sponsors
Funding for the project,
make a profit,
support company
Sponors influence
the initation and
execution of the project
Sponors affect the quality of the project
Sponsors have
newtorking capabilites to generate money for
the compnay
Loss of investment,
loss of crediblitity
and deformation
.
Give them a precentage of the
profit and featured advertising
Clients
Provide buisness and
receive product
Clients influnce the production of product & profit
Clients affect the longterm success
Can control the
company’s makert of viabilty
none
Provide great serivce and quality with the product worthy of their investment
Workers/ Team
Members
Provide labor and
organization for the
Workers influence
the execution of
Workers affect the
quality and success of
Create products for
the company,
Workers do not have control or imput into
The company should pay them fairly to
reiceve great quality of work out of them
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company the project the project make profit the company
COMMUNICATIONS PLAN
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PURPOSE
The overall objective of a Communications Management Plan is to promote the success of a
project by meeting the information needs of project stakeholders. The Bizzy Bee
Communications Management Plan (CMP) defines the project’s structure and methods of
information collection, screening, formatting, and distribution and outline understanding among
project teams regarding the actions and processes necessary to facilitate the critical links among
people, ideas, and information that are necessary for project success.
The intended audience of the Bizzy Bee CMP is the project manager, project team,
project sponsor and any senior leaders whose support is needed to carry out communication
plans. The Communication Plan “includes the processes required to ensure timely and
appropriate generation, collection, distribution, retrieval, and ultimate disposition of project
information. The Project Manager (Project Management Institute, 2008).” This plan also covers
scheduled written and oral communications, responses to unsolicited requests for information,
the frequency of the scheduled communications, and the person responsible for the information.
COMMUNICATIONS PLAN
The objective for an effective communications plan is to effectively communicate with different
team members throughout the project while requesting feedback from the stakeholder/client and
provide expert input on each deliverable to ensure that the deliverable is correct and approved by
the project manager and the client. Also, the team must utilize the technology for communication
including e-mails, teleconferencing, videoconferencing, and communication software. Finally,
the team must report any information that they find on the warehouse.
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COMMUNICATIONS MANAGEMENT APPROACH
Communications will be managed as an internal project deliverable. All communication actions
will be specifically identified in the “Work Breakdown Structure (WBS)” (Project Management
Institute, 2008). The communications process will begin formally with the publication of this
plan. The Project Manager’s role is to organize, implement, and control the published
communications plan throughout the project. The Project Manger must ensure that the
implementation of the plan involves the client stakeholder and all team members.
PRIORITIES AND CONSTRAINTS
The most important initial communications priority will be generating support from the
stakeholder. The client already has stated that the project will proceed on with budget set at
approximately $200,000 USD to build a warehouse. Once the warehouse’s site is selected and
approved, ongoing communications with a local contractor must take place to maintain support
and mitigate any potential risk through the building of the warehouse (Project Management
Institute, 2008).
COMMUNICATIONS REQUIREMENTS
The communications requirements describes the roles and responsibilities of each member.
- Project Director
o The project director is responsible for implementing and monitoring the
communications plan. He reports to the project manager on all matters related to
this plan. The project director will report personally on the communications plan
at each end-of-phase meeting and at other times as described in the “Work
Breakdown Structure (WBS)” (Project Management Institute, 2008).
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- Project Mangero The project manager is responsible for external communications and is the only
manager that is authorized to speak with the stakeholder (the client). The PM is
also responsible for approving that work activities meet established acceptability
criteria and fall within acceptable variances. The PM will be responsible for
reporting project status in accordance with the communications management plan.
The PM will evaluate the performance of all project team members and
communicate their performance to functional managers. The PM is also
responsible for acquiring human resources for the project through coordination
with functional managers. The PM must possess the following skills:
leadership/management, budgeting, scheduling, and effective communication
(Piscopo, 2015).
- Risk Manager
o The risk manager is responsible for mitigating, monitoring, assessing, and
controlling the risks of the project. The risk manager must use the risk
management card and a risk management plan that will be used throughout the
project to ensure that everyone working on the project will not be subjected to
injuries or death. The risk manager will then report to the project manager and to
find new risks throughout the project.
- Quality Control Manager
o The QCM is responsible for the quality of the project and to see whether the
warehouse is of exceptional standard that is set by the stakeholder. The QCM can
test the product, record any defects, and report them to the PM. The QCM must
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follow the ISO: 9000 (Davis & Goetsch, 2013). The QCM must implement any
quality control management standards that is set by the PM.
COMMUNICATION METHODS
The Project Director is to report to the Project Manager by providing updates on the project.
Specific measurements, metrics, and standards are to be developed in accordance with the “ISO
9001:2000 standard described in the Quality Management Plan (Project Management Institute,
2008).” The Project Manager will then communicate with the Testing Team Leader to see if the
warehouse is built to the specifications of the measurements and to communicate any necessary
changes to the warehouse.
Licensing will be handled through the “Project Management Office (PMO)” (Project
Management Insitute, 2008). The project manager must have his licensed renewed every two
years prior to working on a project to ensure eligibility to work on a project. Also, it is requried
that outside vendors and contractors go through licensing requirements set by the local and state
Project Management Office. Finally, the project management license must be located within the
office of the Project Manager.
The key stakeholder in this project is Banker Roofing Company. They are responsible for
their own licensing to operate in state as a business. They must have an LLC business license in
order to operate and conduct business with Bizzy Bee Workstations. Also, Bizzy Bee
Workstations must also obtain the same license in order to conduct business.
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COMMUNICATIONS MATRIX
The communications matrix is a visual representation of the communication requirements for
this project. Each category gives a detailed outline of what is to be delivered and the medium.
Communication Type
Objective of Communicati
onMedium Frequency Audience Owner Deliverable Format
Kickoff Meeting
Introduce the project team
and the project.
Review project objectives and management
approach.
Face to Face Once
Project Sponsor
Project TeamStakeholders
Project Manager
AgendaMeeting Minutes
Soft copy archived on
project. SharePoint site
and project web site
Project Team
Meetings
Review status of the project with the team.
Face to Face
Conference Call
Weekly Project Team Project Manager
AgendaMeeting MinutesProject
Schedule
Soft copy archived on
project SharePoint site
and project web site
Technical Design
Meetings
Discuss and develop technical
design solutions for the project.
Face to Face As Needed Project
Technical Staff Technical LeadAgendaMeeting Minutes
Soft copy archived on
project SharePoint site
and project web site
Monthly ProjectStatus
Meetings
Report on the status of the
project to management.
Face to Face
Conference Call
Monthly PMO Project Manager
Slide updatesProject
schedule
Soft copy archived on
project SharePoint site
and project web site
Project Status
Reports
Report thestatus of the
project including activities,
progress, costsand issues.
Email Monthly
Project Sponsor
Project TeamStakeholders
PMO
Project Manager
Project Status ReportProject
Schedule
Soft copy archived on
project SharePoint site
and project web site
Communications Matrix, taken from the Communications Plan by Mark Piscopo (2015), Project Management Docs website (Piscopo, 2015)
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PROJECT SCOPE STATEMENT
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PROJECT SCOPE
Once the land has been surveyed, Bizzy Bee Workstation is responsible for all contractors that
will be involve in the building of the new Banker Roofing warehouse. Bizzy Bee will hire the
contractors for the plumbing, concrete, building structure, external & internal walls, windows
and electrical work. The project will start April 20, 2015 and finish July 1, 2015. The plumbing
will be the first deliverable followed by concrete, building structure, external walls, windows
installation, electrical installation and internal walls installation. These deliverables have
schedule deadlines that need to be met before the next deliverable can start.
PROJECT SCOPE PURPOSE
The purpose of the project is to build a customizable warehouse for a growing roofing
company. The warehouse will have and office, loading dock, customized wall, and windows.
The warehouse will be built in a resident area, and have been properly zoned. The project
consists of different contractors working to meet the weekly milestones. The project will take
two months and eighteen days to complete.
- Project Start date: April 20, 2015
- Project Finish date: July 01, 2015
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PROJECT ACCEPTANCE CRITERIA and SCOPE STATEMENT
The acceptance criteria for this project is to have every deliverables completed and inspected by
the deadlines throughout the project. Each manager must have their deliverables ready to review
by the Project Manager. Once the Project Manager gives the green light on the deliverable, then
the manager can move forward to the next milestone. The project must be within budget. The
stakeholder is responsible for any change in the budget that will require more financial support.
Finally, the preliminary scope statement is to ensure that each deliverable is of quality and have
met the requirements for the project.
- Pluming – 04/20/2015 – 04/24/2015
- Concrete – 04/27/2015 – 05/06/2015
- Steel beams – 05/01/2015 - 05/13/2015
- Roof – 05/18/2015-05/22/2015
- External Walls – 05/25/2015 – 05/30/2015
- Havoc – 06/01/2015-06/06/2015
- Electrical/Cable – 06/08/2015-06/17/2015
- Windows – 06/18/2015 – 06/20/2015
- Internal Walls – 06/23/2015 – 06/29/2015
- Final Inspection – 06/30/2015-06/30/2015
- Turn key over to client – 07/01/2015-01/01/2015
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PROJECT EXCLUSIONS
In this project, the Bizzy Bee Workstations will not perform any of the following:
- Installation of cable/phone/internet
- The installation of Banker Roofing equipment
AT&T, the company that is contracted by Banker Roofing Company, will install the
cable, phone and internet per request of the client. The client has already made the decision from
the beginning of the project in a company briefing meeting. Finally, the Banker Roofing
Company will install the equipment that is needed for their business.
PROJECT CONSTRAINTS
The following constraints are as follows:
- The project will not continue after the planning phase without a building permit.
- Regular communication with the local contractors is required to maintain support for the
project.
- A fixed date for the completion of the warehouse
- Low probability that extra funding could be located if unexpected weather extends the
project.
Bizzy Bee workstations has developed a comprehensive project plan that will allow it to
oversee the conceptual development, design, approval, construction, testing, and handover of the
new warehouse. The project plan will maximize the probability of completing the facility as
designed, on time, and on budget. The plan will make any necessary changes to the project per
request of the client via a change request form. The change request form must be submitted and
approved by the project and then delivered to the rest of the managers on the team.
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ASSUMPTIONS
The assumptions for the project are as follows:
- The project start-up in April 2015 and completed in July 2015 are fixed milestones
- A suitable location will be acquired in a timely manner.
- The investor will be satisfied with the design of the warehouse
- Contractors of sufficient size and expertise are available
- Delivery of all equipment is within the time allotted
- All permits and permissions are secured within the time allotted
- The weather during Phases 3 and 4 remains within normal seasonal parameters
- The trail run reveals no major problems
Bizzy Bee Workstation believes that these assumptions are reasonable. If any of the
assumptions prove otherwise, there could be an impact on project cost, time and/or quality. A
risk analysis, as described previously, has been completed, and mitigated with proper action.
These are applicable and will be undertaken to minimize these impacts.
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PROJECT AUTHORITY and MILESTONES
The project authority and milestones are outlined in a chart with a description of each.
Project Authority Milestones
Plumbing Plumbing will begin immediately after the building’s foundation, framework, and exterior is installed. It will take two days.
ConcreteThe concrete foundation will be laid down before any of the construction of the warehouse begins. In order for it to be accepted, the land must be surveyed and the foundation as well to ensure stability. This will take one day to complete.
Steel beams The steel beams will take five days to build, inspect, and complete.
Roof Roofing will begin immediately after the installation of the steel beams and it will take five days.
External walls The external walls will begin once the steel beams are installed and inspected in order for the team to begin construction on the roof.
Havoc The air condition will begin once the external walls are installed and inspected in order for the team to begin construction of internal walls
Electrical InstallationThe electrical installation will begin once the steel beams (five days), roofing (five days), external walls and havoc (immediately following the steel beams and roofing) are installed and will be installed by Entergy Electrical Company.
Cable The cable will be installed once the havoc is completed and is inspected. The cable will be installed by Nu-Comm Cabling Company
Windows Once the foundation and the construction of the warehouse is up, the windows will be installed before the electrical installation.
Internal walls The internal walls will be installed immediately after the external walls and the electrical installation.
The milestones will follow one after each other in sequence. Some milestones will not happen
until one milestone is completed. Also, delays are expected as some milestones may require
additional time such as the installation of the electricity and the internal walls along with
insolation. Finally, each milestone will be inspected and approved by the project manager.
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ROLES and RESPONSIBILITIES
The roles and responsibilities of each team member are described in the chart below. Each is
given a detailed description of what team member’s roles are and their initial responsibilities.
Name Role Responsibilities
Burt Allen Project ManagerPlan and Execute Project
Brandon Atkins Project Team Member/Risk Management Team Lead
Lead the risk management team to ensure risk identification, analysis and mitigation.
Kathy Kennedy Project Team Member/Testing Lead
- Plan and complete testing in all stages of testing.- Maintain traceability to requirements to ensure that all
requirements are tested.- Responsible for testing tools.
Martina Benjamin Project Team Member/Project Director Responsible for securing spending authority and resources for the project
29
ACTIVITIES LIST AND SEQUENCE
30
DEFINE ACTIVITIES
The following in the project activities list are inputs to the project. These inputs include:
- Scope Baseline
o The scope baseline of the project activities list describes the deliverables,
constraints, and assumptions that are documented in the project scope baseline
(Project Management Insitute, 2008). The scope baseline of the project activities
list is when once the land has been surveyed, Bizzy Bee Workstation will begin
work on the building of the new Banker Roofing warehouse. The project will start
April 20, 2015 and finish July 1, 2015. The plumbing will be the first deliverable
followed by concrete, building structure, external walls, windows installation,
electrical installation and internal walls installation. These deliverables have
schedule deadlines that need to be met before the next deliverable can start.
- Enterprise Environmental Factors
o Weather: can affect the activities list by delaying or speeding up the process of
the activities being conducted. The weather can also affect the productivity of
contractors by missing deadlines causing a deficit in the project budget. Weather
may also cause the project to crash. If this occurs, the contingency fund should be
able to cover those extra expenses.
o Suppliers: can affect the activities list by not delivering the materials needed to
build the warehouse. This could cause delay and the timing of the particular
activity will decrease the overall quality of the project. Suppliers could interfere
with project deliverables and throw the project of track. Causing the project
manager to redefine the scope of the project and make change orders.
31
- Organizational Process Assets
o State/City Polices and Guidelines: This can affect the activities list by delaying
certain activities concerning zoning and planning. If this is not followed, then
there will be fines occurring. In addition, if the zoning was done incorrectly, then
the activities list will be updated. This will ultimately cause Banker Roofing
Warehouse to waste unnecessary funds and time.
o Owners/Sponsors: It can affect the activities list by withholding funds and the
rearrangement of activities. Owners could rearrange activities due to the
availability of supplies or equipment, time, or money. Sponsors could become
uninterested and simply pull out of the project. Causing tension on the budget
affecting the project drastically.
DEFINE ACTIVITIES: TOOLS and TECHNIQUES
- Decomposition
o The technique of decomposition is to define activities by breaking down prats of
the part into smaller, workable activities. The activities for each part of the project
are listed below. Bizzy Bee Workstations will initiate the project by working on
the plumbing of the warehouse. Plumbing should begin on April 20 and ending
the project with the internal walls of the warehouse on May 22.
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- Plumbing
o Plumbing Installation: placement of a functioning sewer system for the building
- Concrete
o Pouring concrete: It will be for the foundation of the warehouse and it will also be
used to create the parking lot for the warehouse in order to facilitate the vehicles
of employees, customers, and suppliers.
- Steel Beams
o Placement of infrastructure: the steel beams will be placed to uphold and secure
the warehouse.
- External Walls
o Placement of External Walls: building the extremities of the warehouse to protect
supplies and employees.
- Windows
o Installing Windows: creating spaces for ventilation and safety exits of the
warehouse.
- Electrical
o Installing electrical outlets: placement of sockets and wiring for accessibility to
any tools or items that require electricity.
- Internal Walls
o Construction of Internal Walls: creating protection for all insulation, ventilation,
and electrical wiring.
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STANDARD ACTIVITY LIST
The Activity List includes the activity name, detailed description of the work to be performed,
and may include the project team members who are responsible for the work. Great care must be
taken to provide as much detail as possible in describing the scope of work for each activity so
the project team members involved can gain a thorough understanding of the activity (Piscoco,
2015). Below is the activities list that was created from using a template provided by
Activity List
Project: Multi-Purpose Warehouse for Banker Roofing Company Date: 04/15/2015
Activity ID No. Activity Name Description of Work Responsibility
1001 Plumbing installation
This activity consists of installing water pipes into the ground and throughout the warehouse. Ensuring that the warehouse will have assessable water and sewage outlets (toilets).
Contractor is responsible for this activity
1002 Create base of the warehouse
This activity consists of creating the foundation of the warehouse, made with concrete, by creating the base of the warehouse. Which includes the flooring, steps, and inclines, shipping and receiving decks.
Contractor is responsible for this activity
1003 Create parking lot for the warehouse
This activity consists of pouring concrete to create a parking lot for customers and employees
Contractor is responsible for this activity
1004 Placement of infrastructure This activity includes installing steel beams and securing a solid foundation for the warehouse
Contractor is responsible for this activity
1005 Placement of External WallsThis activity includes creating the outside frame of the warehouse, insulation of the warehouse, and creating the space for windows
Contractor is responsible for this activity
1006 Installing Windows This activity consist of installing and securing weather proof windows
Contractor is responsible for this activity
1007 Installing electrical outlets This activity consist of installing wiring, socket outlets(telephone, internet, plugs, etc.), and
Contractor is responsible for this activity
1008 Construction of Internal WallsThis activity includes the paneling of the internal walls of the warehouse and covering of electrical wiring
Contractor is responsible for this activity
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PROJECT SCHEDULE AND WORK BREAKDOWN STRUCTURE
35
PROJECT SCHEDULE
“As a minimum, the project schedule will include a planned start date and planned finished date
for each activity. If resource planning is done at an early stage, then the project schedule would
remain preliminary until resource assignments have been confirmed and scheduled start and
finish dates are established. A project target schedule may also be developed with a defined
target start and target finish for each activity. The project schedule may be presented in summary
form, sometimes referred to as the master schedule or milestone schedule, or presented in detail.”
(Project Management Insitute, 2008)
In this project schedule, the start and finished times are described in detail in the activities
list and the project scope statement. These will outline what will happen and the time that it will
happen in charts. The suggested sequence is that once a milestone is cleared, then another
milestone will follow immediately afterwards. At times, the milestone sequence will not happen
or may happen before the current milestone is happening as a way to further progress the project.
- Project schedule network diagrams
o A diagram was created to in order to visually communicate the phases that the
project will go through.
o Some of the phases are connected and show a relationship between the different
processes and phases. Each phase follows one after another.
o Some processes are connected to each other in order to show that one phase
cannot start until the current phase is completed. The diagram is located on the
next page.
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Figure 1 Work Breakdown Structure of the Bizzy Bee Workstation Multi-Purpose Warehouse Project
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PROJECT PROCUREMENT AND ACQUISITION
38
PURPOSE OF PROCUREMENT
The overall purpose of procurement regulations is to ensure that Bizzy Bee Workstations gets the
highest quality of desired goods and services at the best price possible. Furthermore, the
regulations are aimed at streamlining the process of procurement while maintaining adequate
controls. These procurement procedures apply to all staff involved in the procurement process
and to all types of procurement. In the event of a particular item not being available for the
company, an alternative vender will be available to assist Bizzy Bee Workstations.
THE PROCUREMENT COMMITTEE AND SEPERATION OF DUTIES
The Bizzy Bee Workstations procurement committee are a group of individuals who have
expertise in their designated field. Each individual will select the best product or service for the
project and it will be approved by Burt Allen, Martina Benjamin, Brandon Akins and Kathy
Kennedy. The committee shall meet when there is need to deliberate on issues pertaining to
procurement. The key terms of reference for the committee shall be to:
- Award venders
- Approve orders
- Award contracts
- Approve variation of contracts conditions
The separation of duties will include the person who orders an item from a vendor, the
person who inspects the item that was bought from the vendor and approves it, the person who
accepts the items for the store, the person who authorizes payment, and the storage of the item.
All items must be in good condition to be used for the project and must be maintained by the
warehouse manager.
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PROCUREMENT PLANNING
Procurement planning is part of the annual budgeting process. Each department head is
responsible for planning his/her project’s estimated procurement needs on an annual basis
through the use of the annual procurement plan (APP). The procurement officer will use the APP
to plan for requisitions. It is crucial that the procurement committee discuss the APP at the
beginning of each year and as need may arise within the year. The APP will also require the final
approval of the project coordinator, who will share it with the executive director for comments
before approval.
PROCUREMENT REQUISITION (PR)
Each specific procurement procedure process shall be initiated by procurement requisitions to the
procurement officer from the requesting department and must show detailed specifications and
requirements for the item(s) being requested. They should also indicate that the item is budgeted
for. The PRs allows the departments flexibility within the overall annual plans regarding
specifications, exact quantities, delivery dates, etc. They are also used to cater for un-planned or
emergency procurement. The PR form will show the following:
- The items required
- The number of items needed or quantities
- The delivery dates and locations
- Accounting information
- Whether procurement is within APP/budget or emergency or unplanned
- The signature of the preparing person
- The department head
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All requisitions must be signed by the departmental heads or designate, who should ensure
that the item(s) are in APP or should seek authority to procure as per policy. Any persons
designated to authorize requisitions in acting capacity must have the authority given in writing
clearly stating the period authorized.
CONTROLS ON PROCUREMENT
Goods and services will only be procured within approved budgets except in case of
emergencies, which has to be approved by the executive director. In addition to being
responsible for preparing the APP/budget, the department heads should ensure that the
procurement throughout the year remains within the budget. Each requisition should reference
the APP line bearing the item or requisition, and if need, be attached to the page of the APP
where such line is contained. The financial officer shall assist the procurement officer in
conducting periodic checks on procurement activities to ensure that they conform to APPs, donor
procurement requirements, and Bizzy Bee Workstations policies and procedures.
It is the responsibility of the person who signs the local purchase order (LPO) to verify that
the following have been, done whether or not he/she actually collects the goods concerned, in
which:
- That the correct quantity has been received and signed
- That the quality and price of goods is as agreed
- That all goods delivered have been securely and inventory records appropriately updated
- That the delivery note is checked, signed, and forwarded to the financial officer to await
the invoice
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Purchases under petty cash must not exceed the maximum amount established and
documented by the accountant/cost estimator.
THE PROCUREMENT PROCESS REPORT
Upon receipt of requisitions, the procurement officer will first verify that the requisition is
properly approved according to the signing authority. He/she will then enter the requisition
details into the procurement report worksheet. After this, he/she will begin the process of
sourcing for the goods. The procurement report worksheet is updated to reflect requisition as
they are received. It also includes information on status of each procurement requisition,
complete with expected delivery date. This is to be submitted to the Project Management Office
(PMO) on a monthly analysis.
VENDOR SELECTION AND CRITERIA
Careful selection of vendors should be done to ensure that best possible price, quality and
delivery time available within the markets is obtained. A list of suitable vendors for each type of
goods and services, based on letters of introduction and past performance, shall be maintained.
This will make the process of vendor identification much faster. The vendor list shall be
reviewed and updated periodically to ensure that current known factors are taken into
consideration. Once the previous year’s list of vendors has been updated and approved by the
procurement committee, procurement of goods, and services can be effected.
Vendor selection for inclusion on the list of pre-qualified vendors will take place once per
year and will be done by the procurement committee. The following set of criteria is essential for
deciding on choice of vendors:
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- Price and quality of goods or services
- Availability of goods/services within the required delivery time
- After sale services, including availability of parts/supplies
- Bidder’s previous records of performance and service
- Ability of bidder to render satisfactory service in this instance
- Financial stability of the vendor
- Availability of bidder’s representatives to call upon and consult with
- Payment terms, warranties offered, and ability to provide samples.
LOCAL PURCHASE ORDERS (LPO) WITH VENDORS
The LPO is a contract with vendors should include all information regarding the goods and
services being procured as well as standard terms of delivery, payment and arbitration in case of
dispute. If contracts are precise and clear, possibilities of disputes will be reduced and Bizzy Bee
Workstations will stand far greater chance of receiving the goods and services as expected. Upon
selection of a vendor, a legally binding contract or work order should be drawn-up for the goods
and services in question and signed by both parties prior to procurement. Detailed specifications;
quantities, unit prices, delivery deadlines, locations, and payment schedules must be specified in
such contracts.
ORDER FOR RECURRING REQUISITION
Procurement of a recurrent nature, i.e. where the same goods and services may be issued several
times a year, one vendor may be selected for a period of up to one year. In some cases,
particularly for services, contracts for the goods or services can be drawn up once, which may
then be reference every time those goods or services are required without requiring separate
43
quotations and contracts on each occasion. In other cases, particularly for regularly purchased
goods, vendors can be selected once, but separate contracts drawn-up on each occasion the
vendors are used.
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CERTIFING DELIVERY OF GOODS AND SERVICES
The procurement process cannot be completed without certification of the goods and services
that have been procured and acknowledged by Bizzy Bee Workstation’s satisfaction. The
procedure for receiving goods and services is therefore important in ensuring that vendors have
entirely met their obligations. Once Bizzy Bee Workstations has certified the goods and services
to their satisfaction, it has little further resources to complain about a vendor’s performance. This
is where the payment can be made for the goods and services sold to Bizzy Bee Workstations.
APPOINTING AND PAYING CONSULTANTS
Consultant services will be required for a job for which the required technical expertise will be
considered when there is no one that possess the knowledge of the job. Also, a consultant will be
required for a job that is not ongoing and does not require a full time staff. Once the consultant is
hired, the procedure will be followed and observed. The decision to hire the services of a
consultants shall be taken by the executive director in liaison with the heads of the various
departments in consultation with the board of directors. The project manager shall send invitation
to specific appropriate consultant(s) requesting for proposal for the consultancy by a stated date.
The proposals received shall be reviewed by a panel composed of the various heads of
department, and, the ensuing recommended name shall be submitted to the executive director
who shall discuss with the Bizzy Bee Workstations executive committee. The terms of reference
for the consultancy shall be mutually agreed upon and the financial officer shall be involved in
the negotiation of financial aspects of the terms. The contract agreement shall be signed by both
parties before commencement of the consultancy assignment.
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APPOINTING AND PAYING TEMPORARY STAFF
Temporary staff include locum, short-term project staff engaged for on-off tasks. The following
procedure shall be observed for engaging the services of temporary staff:
- The temporary staff is engaged by the executive director in liaison with the department in
need of the staff and the financial officer
- The letter of engagement is issued by the executive director stating the temporary status
of the employment and the agreed terms
- A temporary staff is expected to comply with all the policies of Bizzy Bee Workstations
while in the service of Bizzy Bee Workstations
- Payment shall be made at the end of the month along with the payroll of the regular staff
APPOINTING AND PAYING CASUAL WORKERS
Casual workers will be those engaged in project work especially manual work, for one to several
days. The following procedure shall be observed for engaging the services of casual workers:
- The casual workers are engaged by the heads of departments upon the approval of the
executive director
- A list of casual workers (name and identity numbers) shall be maintained by the head of
department stating the terms of reference for the casual worker
- The letter of authority for engagement of casual workers shall be issued by the executive
director to the head of department, stating the terms of reference for the casual workers
- Casual workers are expected to comply with all the policies of Bizzy Bee Workstations
while at their service
- Payment shall be made on a daily or weekly basis.
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PROCUREMENT PLAN FORMAT FOR GOODS
ItemDescription
MonthWhen Needed Quantity From Where
To Buy? Estimated cost
Plumbing 4in x 10ft. DWV plan end pipe April 21.74 x40 Home Depot $869.60
Plumbing JM eagle 3\4in. x 10 ft. PVC schedule 40
plain end pipeApril 2.69 x 60 Home Depot $161.40
Plumbing Fermco 2in. x 2 in. DWV flexible PVC
couplingApril 4.44 x 8 Home Depot $35.52
DURA 3\4 in. 40 PVC 90 degree elbow April 0.53 x 18 Home Depot $9.54
Steamline 1-1\2 in. PVC DWV Hub x HubP-Trap April 3.81 x 2 Home Depot $7.62
Dual-flush elongated toilet June 429.00 x 1 Home Depot $429.00
Delta Classic 4 in. 1 handle bathroom faucet chrome June 62.00 x 1 Home Depot $62.00
Delta foundation 2 handle side sprayer kitchen faucet
in chromeJune 79.00 x 1 Home Depot $79.00
Southwire 1 gang 20 cu. In. old work junction box June 1.96 x 7 Home Depot $13.72
Steel city 2 gang square electrical box June 2.04 x 11 Home Depot $22.44
Westington house 15.5 cu. In. new construction ceiling
fan st/ft barJune 7.25 x 5 Home Depot $36.25
JM eagle ½ in. x 10 ft PVC 40 conduit May 1.59 x 25 Home Depot $39.75
Southwire ½ in. liquidtite NM 90 degree fitting
connectorJune 2.76 x 40 Home Depot $110.40
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AFC cable systems 1 in. x 300 ft. flexible aluminum
conduitJune 291.00 x 4 Home Depot $1,164.00
Square D Homeline 30 AMP two Pole circuit May 8.65 x 3 Home Depot $25.95
Sqare D Home 20 amp single pole circuit May 3.72 x 6 Home Depot $22.32
200 amp 30 space 60 circuit indoor main plug on
breaker load centerJune 106.00 x 1 Home Depot $106.00
Concrete April 90.00 x 166 yards Ready Mix $15,000.00
Steel Beams May 1.25 per pound x 180 pounds Steel Inc. $33,750.00
16 in. x 8 in. x 6 in. Concrete Block May 1.21 x 450 Home Depot $544.50
Portland stone 18 in. x 18 in. glazed ceramic floor
andMay 0.78 x 3000 Home Depot $2,340.00
Silestone 2 in. Quartz countertop June 9.95 ft. x 12 ft Home Depot $119.40
Windows June 156.00 x 6 Home Depot $936.00
2 in x 4 in studs May 2.76 X 48 Home Depot $132.48
Dry wall June 13.98 x 100 Home Depot $1,398.00
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COST ESTIMATE AND BUDGET
49
COST ESTIMATE BUDGET
The cost estimate budget is outlined below. The build the warehouse, it will take $200,893 USD
to complete. The project must meet the budget and cannot go over or under. Finally, the project
will take longer to complete depending on how the budget is used and the project manager will
request additional funding (up to $10,000 USD) to complete the project.
Labor Cost
Plumbers $ 6,600.00
Electrician $ 8,400.00
Bizzy Bee Employees $ 111,585.11
Subtotal $ 126,585.11
Materials Cost
Plumbing $ 1,653.68
Concrete $ 17,884.50
Electrical $ 1,558.83Building Material
(Steel Beams, Tin Roof, Tools, etc.) $ 36,335.88
Subtotal $ 57,432.89
Machines Cost
Crane $ 15,000.00
Bulldozer $ 1,000.00
Backhoe $ 875.00
Subtotal $ 16,875.00
Total $ 200,893.00
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HUMAN RESOURCE PLAN
51
ROLES and RESPONSIBILIES
The roles and responsibilities are defined in this plan by the project manager. Each job that is
outlined within this plan will explain what the roles of employees are in this project. Candidates
that have applied for the listed positions must meet the requirements that the project manager is
looking for. Candidates are then selected by the project manager to work on the project. The
positions that are needed for this project are:
- Project Manager (PM), (1 position):
o The project manager is responsible for the overall success of the Warehouse
construction for the Banker Roofing Company. The PM must authorize and
approve all project expenditures. The PM is also responsible for approving that
work activities meet established acceptability criteria and fall within acceptable
variances. The PM will be responsible for reporting project status in accordance
with the communications management plan. The PM will evaluate the
performance of all project team members and communicate their performance to
functional managers. The PM is also responsible for acquiring human resources
for the project through coordination with functional managers. The PM must
possess the following skills: leadership/management, budgeting, scheduling, and
effective communication (Piscopo, 2015).
- Implementation Manager (IM), (1 position):
o The IM is responsible for the distribution, implementation, and monitoring of the
warehouse construction blueprints. The IM is responsible for working with the
HA and PM to ensure all designs are approved by the stakeholder. The IM will
report status to the PM in accordance with the project’s communications
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management plan. The IM’s performance will be evaluated by the PM and
communicated to the IM’s functional manager. The IM must be proficient in
managing the warehouse construction (Piscopo, 2015).
- Accountant – Cost Estimator (ACE), (1 position):
o The ACE is responsible for the budgeting of the project and also handling all
basic accounting activities of the company. The ACE handles all transactions
while posting them on the account ledger. Finally, the ACE balances the budget
for future projects and also is responsible for payroll and payments.
- Risk Assessment Manager (RM), (2 positions):
o The RM is responsible for mitigating, monitoring, assessing, and controlling the
risks of the project. The RM must create a risk management plan that will be used
throughout the project to ensure that everyone working on the project will not be
subjected to injuries or death. The RM will then report to the PM and to find new
risks throughout the project.
- Quality Control Manager (QCM), (1 position):
o The QCM is responsible for the quality of the project and to see whether the
warehouse is of exceptional standard that is set by the stakeholder. The QCM can
test the product, record any defects, and report them to the PM. The QCM must
follow the ISO: 9000 (Davis & Goetsch, 2013). The QCM must implement any
quality control management standards that is set by the PM.
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ENTERPRISE ENVRIONMENTAL FACTORS
The following enterprise environmental factors are:
- Organizational culture and structure – the organizational culture of Bizzy Bee
Workstations is one that is a hardworking, less stressful environment in which the
employees can talk to the managers and the managers can communicate with employees.
The managers can communicate with each other and collaborate with other employees in
different departments in order to create team synergy. Finally, the project managers and
team leaders can communicate with the stakeholder on updates to the project and whether
there are changes to the project.
- Existing human resources – these resources that the employees may include
communication, trade and technical skills, office administration, project management,
and construction management.
- Personnel administration policies – the personnel administration policies will consist of
employee reviews, stakeholder surveys, staffing and retention guidelines; and acquisition
and dismissal processes.
- Marketplace conditions – the marketplace conditions of the human resources plan may
include what each employee is capable of doing while maintaining a level of
professionalism and work ethic. Also, the marketplace for the warehouse storage industry
is stagnant to the point that no new business may be introduced; however, in the case of
Bizzy Bee Workstations, LLC, the company has been in business for over two years.
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STAFFING MANAGEMENT
Each department will manage its staff based on the managerial staff has set for the project and
must be followed at all times. The structure is hierarchical management in which the project
manager that everyone must answer to. The following managers are: project manager, risk
manager, quality control manager, accountant – cost estimator, and implementation manager.
Each manager will manage their own department according to their department’s guidelines.
PROJECT ORGANIZATIONAL CHART
The chart on the following page is a visual representation of the roles and responsibilities of each
manager that have been described in the roles and responsibilities section of the human resources
plan. Each manager is responsible for each task within this project.
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The key is used in order to identify what the letter in each cell represents. For example, “A” in
the key stands for “Accountable for ensuring task completion/sign off” and “R” stands for
Project Manager
RiskManager
Implementation Manager
QualityControl
Manager
AccountingCost
Estimator
Worksite evaluation A R R C C
Materials Acquisition A R C C
Construction A R C
Quality Control A R C R
Risk Assessment A C R I
Implementation A C R C C
Conduct Training A
“Responsible for completing the work” etc. (Piscopo, 2015). The chart is easy to follow for
anyone working on the project.
Chart design taken from Human Resources Plan by Mark Piscopo (2015), Project Management Docs website (Piscopo, 2015)
Key:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
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TRAINING
There is currently no training scheduled with regards to the Warehouse Construction since the
organization has adequate staff with required skill sets. However, if training requirements are
identified, funding will be provided from the project reserve (Piscopo, 2015). Training will be
provided by the project manager as well as a warehouse construction expert hired by the
company to train the individuals on how to build a warehouse.
PERFORMANCE REVIEW
The project manager will review each team member’s assigned work activities at the onset of the
project and communicate all expectations of work to be performed. The project manager will
then evaluate each team member throughout the project to evaluate their performance and how
effectively they are completing their assigned work. Prior to releasing project resources, the
project manager will meet with the appropriate manager of each department and provide
feedback on employee project performance. The managers will then perform a formal
performance review on each team member (Piscopo, 2015).
REWARDS AND RECOGNITIONS
Although the scope of this project does not allow for ample time to provide cross-training or
potential for monetary rewards there are several planned recognition and reward items for project
team members.
- Upon successful completion of the Warehouse, a party will be held to celebrate the
success of each team member with the team members’ families present.
- Upon successful completion of the project, any team member who satisfactorily
completed all assigned work packages on time will receive a certificate of thanks from
the Project Manager.
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- Team members who successfully complete all of their assigned tasks will have their
photo taken for inclusion in the company newsletter.
- The company will provide free family movie tickets for the top two performers on each
project (Piscopo, 2015).
58
QUALITY PLAN
59
STANDARDS
Bizzy Bee Workstations is “an ISO 9000 certified company and is the standard used for all
project management contracts. ISO 9000 is responsible for quality management and all related
standards and was originally developed to unify national and international quality standards
throughout the world (Davis & Goetsch, 2013).” Bizzy Bee Workstations will also use state and
city building codes, fire safety standards, and workplace health and safety standards. By law, all
of these standards should be implemented and accounted for.
ORGANIZATIONAL STRUCTURE
The Banker Roofing Warehouse Project includes a quality team system within the project team.
The quality team will consist of the quality manager (Kathy Kennedy) and the quality supervisor
(design and construction team leader). The quality manager will handle all documentation of the
quality process. The quality supervisor will report any measures to quality management from the
construction site. These quality team members are available to the Project Manager to conduct
audits, quality assurance, and similar functions. The quality team is a subset from the formal
project team and can use the Project Manager for quality related issues. If this occurs, the quality
team will use formalities for contact expressed in the communications plan.
RESPONSIBILITIES
The project team will work with the quality team to define and document all organizational and
project quality standards for both product and processes. The processes include all activities
incorporated with the project. All quality documentation will become part of the Project Plan and
will be transitioned to Banker Roofing Company for operations upon the successful completion
of the project.
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QUALITY MANAGEMENT APPROACH
The quality management approach for the Banker Roofing Warehouse will ensure quality is
planned for both the product and processes. The project will meet all quality objectives by
utilizing an integrated quality approach to define quality standards, measure quality and
continuously improve quality. The quality management coordinator should enforce and oversee
that these measures are implemented.
Product quality for the Banker Roofing Warehouse project will be defined by the
company’s criteria for standard basic roof repair and reconstruction. The focus is on the project’s
deliverables such as: (following building codes, meeting set deadlines, etc.).Also, the standards
and criteria being used to ensure the product meet established quality standards and customer
satisfaction. These factors will help induce product quality for the company.
Process quality for the Banker Roofing Warehouse project will focus on the processes by
which the project deliverables will be manufactured. Establishing process quality standards will
ensure that all activities conform to an organizational standard. Resulting in successful delivery
of the product. Confirming all activities is completed with accuracy and safety.
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METRICS
Metrics will be set used to measure quality throughout the project for the product and
processes. The quality manager will be responsible for working with the project team to define
these metrics, conduct measurements, and analyze the results. These product and process
measurements will be used as the standard in determining the success of the project. Metrics will
include:
- Contract Review
- Cost
- Design Control
- Document Control
- Process performance(testing)
- Product performance(testing)
- Customer Satisfaction
Quality improvements will be identified by the quality management. Recommendations will
be reviewed to determine the how the improvement will impact the product or processes. If an
improvement is implemented the quality manager will update all project documentation to
include the improvement reviewed by the project manager.
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RISK PLAN
63
PURPOSE OF THE RISK MANAGEMENT PLAN
A risk is an event or condition that, if it occurs, could have a positive or negative effect on a
project’s objectives. Risk Management is the process of identifying, assessing, responding to,
monitoring, and reporting risks. This Risk Management Plan defines how risks associated with
the Banker Warehouse project will be identified, analyzed, and managed. It outlines how risk
management activities will be performed, recorded, and monitored throughout the lifecycle of
the project and provides templates and practices for recording and prioritizing risks. The Risk
Management Plan is created by the project manager in the Planning Phase of the CDC Unified
Process and is monitored and updated throughout the project. The intended audience of this
document is the project team, project sponsor and management.
RISK MANAGEMENT PROCEDURE
- Process
o The project manager working with the project team and project sponsors will
ensure that risks are actively identified, analyzed, and managed throughout the
life of the project. Risks will be identified as early as possible in the project so as
to minimize their impact. The steps for accomplishing this are outlined in the
following sections.
- Risk Identification
o Risk identification will involve the project team, appropriate stakeholders, and
will include an evaluation of environmental factors, organizational culture and the
project management plan including the project scope. Careful attention will be
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given to the project deliverables, assumptions, constraints, WBS, cost/effort
estimates, resource plan, and other key project documents. A Risk Management
Log will be generated and updated as needed and will be stored electronically in
the project library.
RISK ANALYSIS
All risks identified will be assessed to identify the range of possible project outcomes.
Qualification will be used to determine which risks are the top risks to pursue and respond to and
which risks can be ignored.
- Qualitative Risk Analysis
o The probability and impact of occurrence for each identified risk will be assessed
by the project manager, with input from the project team using the following
approach:
- Probability
o High – Greater than 70% probability of occurrence
o Medium – Between 30% and 70% probability of occurrence
o Low – Below 30% probability of occurrence
- Impact
o High – Risk that has the potential to greatly impact project cost, project schedule
or performance
o Medium – Risk that has the potential to slightly impact project cost, project
schedule or performance
o Low – Risk that has relatively little impact on cost, schedule or performance
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Risks that fall within the RED and YELLOW zones will have risk response planning which
may include both risk mitigation and a risk contingency plan.
- Quantitative Risk Analysis
o Analysis of risk events that have been prioritized using the qualitative risk
analysis process and their effect on project activities will be estimated, a
numerical rating applied to each risk based on this analysis, and then documented
in this section of the risk management plan.
RISK RESPONSE PLANNING
Each major risk (those falling in the Red & Yellow zones) will be assigned to a project team
member for monitoring purposes to ensure that the risk will not “fall through the cracks”.
For each major risk, one of the following approaches will be selected to address it:
- Avoid – eliminate the threat by eliminating the cause
- Mitigate – Identify ways to reduce the probability or the impact of the risk
- Accept – Nothing will be done
- Transfer – Make another party responsible for the risk (buy insurance, outsourcing, etc.)
For each risk that will be mitigated, the project team will identify ways to prevent the risk
from occurring or reduce its impact or probability of occurring. This may include prototyping,
adding tasks to the project schedule, adding resources, etc. For each major risk that is to be
mitigated or that is accepted, a course of action will be outlined for the event that the risk does
materialize in order to minimize its impact.
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RISK MONITORING, CONTROLLING, AND REPORTING
The level of risk on a project will be tracked, monitored and reported throughout the project
lifecycle. A “Top 10 Risk List” will be maintained by the project team and will be reported as a
component of the project status reporting process for this project. All project change requests
will be analyzed for their possible impact to the project risks. Management will be notified of
important changes to risk status as a component to the Executive Project Status Report.
TOOLS AND PRATICES
A Risk Log will be maintained by the project manager and will be reviewed as a standing agenda
item for project team meetings.
RISK MANAGEMENT PLAN APPROVAL
The undersigned acknowledge they have reviewed the Risk Management Plan for the Banker
Warehouse. Changes to this Risk Management Plan will be coordinated with and approved by
the undersigned or their designated representatives.
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PROJET CLOSING PLAN
68
GENERAL PROJECT INFORMATION
Description
Project Name Banker Warehouse
Project Description Building a warehouse for a growing roofing company.
Project Manager Burt Allen, Brandon Akins, Martina Benjamin, Kathy Kennedy
Project Sponsor Nicolas Banker
General Comments The project was done on time. And the project will be handle to Mr. Banker
Baseline Actual Variance % Variance
Start Date [04/20/2015] [04/20/2015] [57 days] [100.0%]
Finish Date [07/01/2015] [07/01/2015] [57 days] [100.0%]
Hours [2432 hours] [2432 hours] [2432 hours] [100.0%]
Days [57 days] [57 days] [57 days] [100.0%]
Budget [$200,000.00s] [$200,000.00s] [$200,000.00s] [100.0%]
MANAGEMENT EFFECTIVENESS
The project was done on time and all milestones were suitable. The project was in budget range
and the stakeholder has been notify of all any change. The contractors at the weekly meeting
keep the project managers up to date. The management team made sure that the project was in
the time frame of the contact. The project was done according to the specific of the contract and
was approve with the stakeholder at the final inspection. The project will be handle to the
owner once this document have been sign off on.
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LESSONS LEARNED
We learned that the customer’s needs will change. We must strive to meet those needs of the
customer and have a plan in place. We must also have enough workers in place that will
complete the project from start to finish. The weather will change and some days it will work in
our favor which will then lead to project delays. This is where scheduling comes into play. The
project on occasion will be unmonitored and we must be able to solve common project problems
that affects us. The project management team started off with the compassion to start and finish
this job. There was times where communication was not understood, but we were able to come
together and solve the problem.
ADMINISTRATIVE CLOSURE
We have made sure the all inspection have been done and PASS. We have made sure that we
were within the project time frame. That every milestone was met and every adjustment the
client wanted was done. The project will have final walk through with the owner/stakeholder
before it will be turn over to Banker Roofing Company.
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CONTRACT CLOSURE
The project was done according to stakeholder recommendation. The project manager made sure
that every aspect of the project was on schedule and that everyone on the project was
communicating with one another. The contractor was keeping the project manager up to date
with any changes and milestones.
PROJECT CLOSE-OUT APPROVAL
The undersigned acknowledge they have reviewed the Project Close-Out Form and agree with
the approach it presents. Changes to this Project Close-Out Form will be coordinated with and
approved by the undersigned or their designated representatives.
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REFERENCES
Davis, S. B., & Goetsch, D. L. (2013). Quality Management For Organizational Excellence: Introduction to Total Quality 7th Edition . Upper Saddle River: Pearson.
Davis, S., & Goetsch, D. L. (2013). Quality Managmenet for Organizational Excellence: Introduction to Total Quality. Upper Saddle River: Pearson .
ITT Tech Virtual Library. (n.d.). Retrieved from http://myportal.itt-tech.edu/library/Pages/HomePage.aspx
ITT Technical Institute . (2015). ITT Technical Institute Virtual Library. Retrieved from http://myportal.itt-tech.edu/library/pages/homepage.aspx
Piscoco, M. (2015). Retrieved from Project Management Docs: http://www.projectmanagementdocs.com/project-documents/activity-list.html
Piscopo, M. (2015, May 1). Human Resources Plan. Retrieved from Project Management Docs: http://www.projectmanagementdocs.com/project-planning-templates/human-resource-plan.html
Project Management Insitute. (2008). A guide to project management body of knowledge (PMBOK Guide). (4th ed.). Newton Square, PA: Project Management Institute, Inc.
Project Management Institute . (2015). Project Management Body of Knowledge. Retrieved from Project Management Institute: http://www.pmi.org
Project Management Institute. (2008). Project Management Body of Knowledge. Newtown Square: Project Management Institute.
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